Reference no: EM132705877
Part A
Describe the strategic management process. What does it mean to manage strategically?
What are the three types of organizational strategies and how are they different?
The Sarbanes-Oxley Act of 2002 (SOX) has had a significant impact on strategic management practices and strategies. Discuss how the Sarbanes-Oxley Act of 2002 reformed corporate governance.
Part B
Compare and contrast the industrial organization (I/O) and resource-based views (RBV) on competitive advantage.
How does each develop a competitive advantage?
What is their focus?
What are their determinants of profitability?
What makes organizational resource-based views unique?
Part C
In Lesson 2 you discussed the industrial organization (I/O) and resource-based views (RBV) on competitive advantage. You now know that competition and competencies are both major organizational concerns. In Lesson 3 we take a closer look at how to conduct an external analysis of an organization's specific and general environments.
To demonstrate your understanding of external analysis, respond to the following.
Analyze the two perspectives on the environment.
Explain the primary responsibility of managers in conducting external analysis across managerial levels.
Describe the benefits of conducting an external analysis.
Part D
As you learned in Lesson 3, performing an external analysis can provide information to be used in planning, decision making, and strategy formulation. Organizations that conduct external analysis are most successfully when they combine this knowledge with a solid understanding of their internal strengths and weaknesses.
To demonstrate your understanding of internal analysis, respond to the following.
Define and present the characteristics of distinctive organizational capabilities.
Outline the steps in the identification of distinctive organizational capabilities.
Describe the criteria involved in judging organizational strengths and weaknesses.
Discuss the internal audit approach and why it is important.
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